University strategies. La Trobe commissioned a review of Knowledge Transfer and Commercialisation in 2011 and the outcomes of this review have largely been implemented. A draft Knowledge Transfer and Commercialisation Strategy has been developed and externally reviewed by international consultancy company Battelle. The strategy, yet to be formally ratified, commits the University to better resourcing for commercialisation including patent filings, review of existing and emerging intellectual property, greater support for 'proof of concept' and commercialisation applications, and increasing leverage from the University’s Research and Development Park over a 10 year planning horizon. Reviews have commenced of existing products and technologies to ascertain market potential and stage of development that will inform future investments by the University. Resourcing to support researchers and commercialisation was doubled during 2012 and further increases in resources are planned for both 2013 and 2014. A pilot six month commercialisation training program has been completed in the Faculty of Health Sciences and a suite of commercialisation workshops for staff has been developed. As a multi-campus university with a strong regional base in Victoria and in northern Melbourne where urban growth is one of the fastest in Australia, La Trobe has a unique role to play in productivity and innovation, including knowledge transfer and commercialisation. We act as a major leader in Melbourne’s north and in regional communities and play an increasingly central role in the economic well-being and social vibrancy of those regions. Substantial investment has been made in building the University’s capacity to respond to the needs and demands of the regions in which we work. The University has a strong user-driven focus to research and extremely strong links into the communities with which we work. The University has collaborated with State and Commonwealth Governments in the designation of the Northern Biosciences Precinct. The Precinct draws on the Centre for AgriBioscience, a joint venture between La Trobe and the Victorian Department of Primary Industries, the La Trobe Institute for Molecular Science, and the University’s Research and Development Park. The emerging Northern Biosciences Precinct is a major initiative, based around La Trobe fields of research that are rated at ERA 5 which will drive significant investment and business activity in the north of Melbourne. Future Ready sets out key goal...
University strategies. Batchelor Institute has a unique place in education in Australia. The Institute has well-established local and regional relationships and communication networks across NT communities, government departments, the social and community service sector and particular industry groups. This has stemmed from our historical role as a remote community trainer for Indigenous Territorians and our geographical footprint across northern and central Australia. In recent years, the significance of Batchelor Institute as a specialist VET provider for remote Aboriginal communities has been reinforced through a range of community and local/regional partner level projects including, to name a few:- implementing a range of foundation, literacy and numeracy and employability skills projects with a number of remote communities in the Northern Territory with TAFE South Australia establishing a prisoner ‘action learning’ construction program in partnership with the Northern Territory Correctional Services, where prisoners work on live construction projects as they undertake accredited training creating and implementing an Indigenous mining pre-employment program (which won the 2012 Australian Industry Collaboration Award) with the Minerals Council of Australia NT providing ‘wrap around services’ to support 8,000 Northern Territorian Job Services Australia participants improve their training and employment outcomes establishing a CDEP Resource Unit to improve CDEP community and employment outcomes collaborating on various projects and tenders submissions with the Centre for Appropriate Technology through the Desert Peoples Centre establishing MOUs for the delivery of VET courses and the sharing of resources, including with Tiwi Islands Training and Employment Board, Thamarrurr Development Corporation (Wadeye) and various NT Schools (for VET in Schools training) delivering contracted childcare professional development (DEEWR IPSP funding) alongside Children’s Services training and pathways to Early Childhood professional qualifications to remote communities. At the national scale, the Institute has for approximately 15 years delivered undergraduate and postgraduate programs and outcomes as a self-accrediting higher education provider. Across this period, the Institute has built a reputation among Aboriginal and Xxxxxx Xxxxxx Islander peoples nationally as an accessible tertiary education provider and this has enabled many mature age Indigenous Australians who otherwise would not con...
University strategies. Students Staff
University strategies. Deakin's research strategies are outlined in LIVE the future: Agenda 2020 and further detailed in the 2013-2015 Research Plan. The latest iteration of the Research Plan was presented to the University Executive in May 2013. For the coming triennium 2013-15, Deakin will focus on seven Triennial Research Targets (TRTs):
1. Substantially increase External Research Income
2. Improve outcomes from commercial research and commercialisation
3. Increase growth and effectiveness of the HDR program
4. Coordinate, focus and align Deakin’s International research endeavours
5. Plan for future research infrastructure requirements at each campus
6. Connect Research to Deakin’s strategies for the digital academy
7. Build research networks to address critical research issues. Deakin aims to make a difference through world-class innovation and research and to be internationally recognised for its unique research strengths, research collaborations and commitment to excellence in research training. Deakin uses a Research Investment Allocation Model (RIAM) to support the strategies and objectives articulated in its Strategic Plan. The RIAM includes Commonwealth block funding which is 100% distributed to support and develop research University-wide. Joint Research Engagement (JRE) and Sustainable Research Excellence (SRE) funding in particular are used to support the Strategic Research Centres, the Research Institutes and a number of developing Faculty Research Clusters. During 2013, Deakin will develop a comprehensive research infrastructure plan for each campus based on current and projected patterns of growth and the University’s designated research priorities. Deakin has focused its research strengths into two research institutes and 14 Strategic Research Centres (SRCs) each receiving triennial base support and annual performance funding. These provide leadership and structural mechanisms to target large external research initiatives and promote internal collaboration, especially through inclusion of early career researchers (ECRs) and PhD students in group projects and programs. The ERA 2010 exercise confirmed the selection of and investment in the original cohort of SRCs. The SRCs were reviewed in 2012 and two new centres were created following recruitment of research intensive staff through 2011 and 2012. The 14 SRCs are assured of funding through the 2013-2015 triennium. The 2012 ERA exercise has affirmed the selection and support of the SRCs and Institutes as represent...
University strategies. Xxxxx Xxxx University has been committed to improving higher education outcomes for Aboriginal and Xxxxxx Xxxxxx Islander peoples since its establishment. The priority given to improving educational outcomes is part of our day-to-day operations as nearly half of Queensland’s Indigenous population live within our traditional catchment area – the Xxxxxx, Xxxxx, Xxxxx-Xxxx xxx Xxx Xxxxxxxx Xxxxxxxxxx statistical divisions. Our recently released Crystallising our Purpose report re-affirms our commitment to embracing the cultural diversity of our northern Queensland campuses achieved through the participation of Aboriginal and Xxxxxx Xxxxxx Islander people. The report takes into account recommendations from the Review of Higher Education Access and Outcomes for Aboriginal and Xxxxxx Strait Islander People. Building on our existing strengths in this area, the report proposes the development of a University-wide Aboriginal and Xxxxxx Xxxxxx Islander strategy, the implementation of the Universities Australia best practice framework for cultural competency and the inclusion of cultural awareness training in staff induction programs. To date our approach to improving higher education outcomes has been characterised by the delivery of programs at a place, time and in a format that meets the needs of Aboriginal and Xxxxxx Strait Islander people. Our study centres at Mackay, Thursday Island and Mount Isa are integral to this approach as are innovative programs such as the Remote Area Teacher Education Program (RATEP) and the Indigenous Health Careers Access Program (ICHAP). RATEP received an Office of Learning and Teaching Program Award in 2012. Individual support is provided to Aboriginal and Xxxxxx Xxxxxx Islander students enrolled in mainstream programs through the employment of Indigenous Student Support Officers (ISSOs) in each Faculty. The School of Indigenous Australian Studies (XXXX) is the dedicated Aboriginal and Xxxxxx Xxxxxx Islander higher education unit promoting cultural knowledge and cultural competencies. The School’s work is complemented by a distributed leadership model wherein Indigenous academic leaders and support staff are dispersed across the faculties and within schools, offering guidance and support at the local interface with staff and students. XXXX also delivers cultural competency training to staff and students. An Indigenous Employment Statement has been in place since 2009 with the ambition that Aborigines and Xxxxxx Xxxxxx Islanders wil...
University strategies. Our aspirations and major priorities for enhancing higher education access and outcomes for Aboriginal and Xxxxxx Xxxxxx Islander peoples Our plans Wingara Mura – Bunga Barrabugu (Thinking Path to Make Tomorrow)
University strategies. Our aspirations and major priorities for contributing to the national innovation system Our plans Growing our levels of technology transfer and knowledge exchange Implementing policies and processes that facilitate collaboration with end-users Stimulating entrepreneurship and early stage commercialisation
University strategies. Our aspirations and major priorities for industry and skills Our plans Reforming our curriculum to enhance our graduate attributes Engaging with professional accrediting bodies Considering workforce needs when revising or developing courses Enhancing opportunities for work-integrated learning Linking our students with Asia Linking our students with employers
University strategies. Our aspirations and major priorities for engagement Our plans Developing fruitful partnerships with local and regional schools and communities Enhancing levels of engagement with industry, other employers and potential users of our research Developing cross-disciplinary approaches to education and research in areas of strategic priority to Australia
University strategies. Our aspirations and key priorities for enhancing teaching and learning quality Our plans Renewing our curriculum and learning environments Enhancing teaching quality, support and recognition Improving the student experience Principal Performance Indicators Baseline 2012 Progressive Target 2013 Progressive Target 2014 Progressive Target 2015 Target 2016
